Managing a Multi-Brand Conglomerate
| LVMH | | | 25/10/11 | Managing a multi-brand conglomerate | | [Tapez le résumé du document ici. Il s'agit généralement d'une courte synthèse du document. Tapez le résumé du document ici. Il s'agit généralement d'une courte synthèse du document.] |
LVMH
Managing a multi-brand conglomerate
Table of contents
Table of contents 1
What does globalization mean to the luxury industry? 2
Social and Cultural Integration of the Luxury Industry 2
Political Trends 2
Economic Trends 2
Technological Trends 3
What is our assessment of LVMH’s diversification? 3
What is the international strategy of LVMH? 3
Internal growth 3
External growth 3
Centralised yet allowing for synergies 4
Geographic diversification 4
Global strategy adapted locally 4
Selective distribution 4
Corporate communication 4
Skimming strategy 4
How does LVMH’s international strategy differ from its competitors’? 4
What is LVMH’s core competence? 4
How well have they exploited their core competence in their various diversification moves and strategic acquisitions? 4
What are the factors influencing companies which seek growth through acquisitions in this industry? 5
How are they managing and integrating these acquisitions? 5
Does LVMH’s structure support its strategy? 5
Can this strategy be sustained? 5
What would you recommend LVMH do? 5
How does LVMH manage its creative assets? 5
How does it differ from its competitors in this? 5
How is LVMH "cultivating" leaders for tomorrow? 5
What does globalization mean to the luxury industry?
Globalization can be defined as the process of social, political, economic, cultural and technological integration among countries of the world (see "International Management: Culture, Strategy and Behaviour" by Hodgetts, Richard M., Luthans, Fred. and Doh, Jonathan, P (2006). McGraw-Hill Irwin). In other words working on a PESTEL analysis of the luxury industry on a global scale will lead us to the true meaning and identification of
LVMH
Managing a multi-brand conglomerate
Table of contents
Table of contents 1
What does globalization mean to the luxury industry? 2
Social and Cultural Integration of the Luxury Industry 2
Political Trends 2
Economic Trends 2
Technological Trends 3
What is our assessment of LVMH’s diversification? 3
What is the international strategy of LVMH? 3
Internal growth 3
External growth 3
Centralised yet allowing for synergies 4
Geographic diversification 4
Global strategy adapted locally 4
Selective distribution 4
Corporate communication 4
Skimming strategy 4
How does LVMH’s international strategy differ from its competitors’? 4
What is LVMH’s core competence? 4
How well have they exploited their core competence in their various diversification moves and strategic acquisitions? 4
What are the factors influencing companies which seek growth through acquisitions in this industry? 5
How are they managing and integrating these acquisitions? 5
Does LVMH’s structure support its strategy? 5
Can this strategy be sustained? 5
What would you recommend LVMH do? 5
How does LVMH manage its creative assets? 5
How does it differ from its competitors in this? 5
How is LVMH "cultivating" leaders for tomorrow? 5
What does globalization mean to the luxury industry?
Globalization can be defined as the process of social, political, economic, cultural and technological integration among countries of the world (see "International Management: Culture, Strategy and Behaviour" by Hodgetts, Richard M., Luthans, Fred. and Doh, Jonathan, P (2006). McGraw-Hill Irwin). In other words working on a PESTEL analysis of the luxury industry on a global scale will lead us to the true meaning and identification of